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Creating a Strong Colleague & Leadership Experience & Strategic Workforce Planning TD Bank Group May 10th 2018
Today's Agenda
Creating a strong colleague experience
Building leadership capability at TD
Strategic Workforce Planning
Fathima Jaffer Annabella Tamburro Lucas Cescon Arman Zareyan Xaviera Diaz
Helen Davies Sarah Keizer Speakers
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TD Bank Financial Group Simple Strategy, Consistent Focus
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$125
Fast Facts • Top 10 North American Bank
• 5th largest bank by Total
Assets
• 6th largest bank by Market
Cap ~C125b
• Predominantly Retail Bank
• 25M+ customers globally
• 11M+ customers active
online/mobile
• 2,400+ locations across NA
• One of the largest employers in
Canada; Best Employer in US and
Canada
BUSINESS STRATEGY We will be the premier Canadian retail bank, a peer leading U.S. retail bank, and a leading Wholesale business.
FOCUS FOR 2018 Our key priorities for 2018 are: • Distribution transformation • End-to-end customer journeys • Process simplification • Project delivery excellence
TD's Workforce
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7.8 years average bank tenure
2.7 years average job tenure
87% of employees
are Individual Contributors
13% are People Managers
and 15% of which are Executives
50% = Millennial 34% = Generation X 15% = Boomer 1% = Silent Generation
TD Framework
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TD's Employee Value Proposition (EVP) our guidepost to enabling strong colleague engagement
WORK THAT MATTERS OPPORTUNITY BEYOND
EXPECTATION INSPIRING LEADERSHIP
Wherever you work and
regardless of where you are in
your career, you'll help make a
meaningful difference to our
business, our customers' lives
and our communities.
Here you'll become, and be, the very
best you can – in ways you may have
never thought possible. After all, a
better you means a stronger us.
Our leaders support and
challenge you to deliver your
best for our customers and each
other. This happens in an
inclusive environment where you
are always encouraged to bring
your whole self to work.
When someone chooses to invest their time, talent, and potential with us,
we're committed to providing them with:
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Employee Engagement – why does it matter?
Engagement is critical because it is directly linked to business outcomes
Definition: Employee Engagement
An employee’s job satisfaction, loyalty, and inclination to expend discretionary effort
toward organizational goals1
7 Source: Deloitte Insights, 2017 Human Capital Report
Employee Experience (EX) at Work
Making EX a consistent business priority, not just an annual engagement survey
EX champions at a sr. executive level to support the design and delivery of programs
Creating an understanding of the full landscape of employee experience and strong
metrics to measure it
Identify
Return on
Investment
Lay the
Foundation
& Resource
Take a
Holistic
Approach
8
Top challenges facing businesses:
Our approach at TD:
A Unique Employer Brand grounded in consistency & brought to life by employee advocacy
9 Developing Foundational Impactful Strategic
Lack of consistency in
messages.
No clear articulation
of employee promise.
No brand alignment.
Consistent message
for candidates – some
brand alignment.
Experience may not
always live up to the
promise
The candidate AND
employee experience
consistently lives up to
the promise
Clear brand alignment
The Employee Value Proposition is the
accepted guidepost that helps shape
organizational decisions to protect and
enhance the candidate and employee
experience.
Employer Brand gives our overall
Brand extra lift. Successful engagement
of target audiences (internal/external, in
all markets and segments e.g. critical
talent segments)
ROI:
• Supply of Talent
• Employee Engagement
• Brand Equity
Consistency in employee and
candidate:
• Experience
• Communications
Our focus at an enterprise level
Core Talent Practice Redesign Performance Management, Coaching & Resource
Planning.
Workforce Reskilling Preparing colleagues to build skills needed for
tomorrow.
Employee Listening Transition to a Continuous Listening Program.
WORK THAT MATTERS OPPORTUNITY BEYOND
EXPECTATION INSPIRING LEADERSHIP
Leadership Development Launch of Elevate, Activate Programs, &
Current People Manager
Pipeline Leadership Leading with Impact, Pod Coaching, Six &
Six
Ready Commitment Continued internal activation
Enabling Work Stronger alignment of technology,
simplification & ideation programs through
an employee lens.
Inclusion & Diversity Leadership Accountability, Inclusive
Workplace
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Discovery Opportunity
Assessment Recommendations Advocacy
1
Identify your
Target Audience
2
Collect Internal &
External Research
3
Employee Engagement
Diagnosis
4
Address
the Employee
Experience
Gaps
5
Create a
Compelling,
Differentiating
Value Proposition
6
Innovate Solutions to
Internal Pain Points
7
Create an Internal
Engagement Comms Plan
8
Create and Activate a
Recruitment Marketing
and Brand Plan
9
Reflect the Voice of
the Employee
10
Create TD Brand
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Become an
Employer of Choice
How we build a legendary employee experience
Employee Experience Journey Map Explore & Apply Join & Onboard Perform, Be Recognized, Learn & Grow Separate, Reconnect & Rejoin
Criteria for Prioritization of Opportunities:
1. Is aligned to TD's Employee Value Proposition
2. Addresses a broken employee experience or Moment
of Truth
3. Addresses a risk to TD's employer brand
4. Critical mass: meets the needs of a significant
employee segment
5. Is aligned to TD's business and HR strategy
Career Website
Word of Mouth
Reputation
Referrals / Advocacy
Candidate Mgmt.
(incl. interviewing)
Offer + Selection
Apply
Pre-First Day
First Day + Orientation
Facilities/
Workplace design
Role Clarity +
Goal Setting Employer Brand
Change Mgmt. +
Communications
Leadership
Manager
Relationships
Performance
Feedback
Life Events
i.e. Maternity Leave
Coaching &
Mentoring
Job Enablement
Career Progression
Effective Collaboration
Recognition
Compensation
& Benefits
Clear Processes
Learning &
Development
Departure
Stay in Touch
Re-Join
Alumni-Sites & Events
Retirement
Co-worker
Relationships
Flexibility/Schedule
Training
Discretionary Effort
Inclusion & Diversity
Opportunity No Evidence Neutral
Strength Gap Legend:
Employer Brand
Moment of Truth
A Case Study: N.A. Phone Channel
13
Meet Tim He's interested in working at TD Bank.
He's been a customer for a number of years, and really likes the customer service he receives.
He goes online to see what job opportunities TD has, and comes across
North American Phone Channel (NAPC)…
Tim leaves the
organization
Starts to become
disengaged and
feels stuck
Starts taking calls.
Is overwhelmed by the #
of calls, angry
customers, and tight
scheduling
Results start to
suffer due to
stress of
achieving metrics
Hears about TD
and applies
online
Interviewed by a
recruiter and
offered the job
Joins NAPC
training. It's a bit
tough for Tim to fit
in full-time training
for this part-time
role
Tim
SAMPLE Journey Map (2017)
Negative
No Evidence
Gap
Positive
Legend
Employer Brand Moment of Truth
Neutral
Company Website
Career Website
Word of Mouth
Reputation
Apply
Acknowledgement
Candidate
Management
Interviewing
Offer Negotiation
Selection
Explore & Apply
Pre-first day
communication
First Day
Workplace
Technology
Onboarding
Facilities/
Workplace design
Goal Setting
Join & Onboard
Company
Communications
Leadership
Manager
Relationships
Performance
Feedback
Life Events
i.e. Maternity Leave
Coaching &
Mentoring
Customer
Delivery Tools
Perform, Be Recognized, Learn & Grow
Career Progression
Collaboration
Recognition
Compensation
& Benefits
Organization
Change
Learning &
Development
Resignation
Exit Discussion
Checkout
Advocacy
Separate
Stay in Touch
Referrals
Events
Alumni-Sites
Re-Join
Reconnect & Rejoin
Co-worker
Relationships
Flexibility/Schedule
Training
A Case Study: N.A. Phone Channel
After working with the business to identify underlying issues and use the EVP to help
guide decisions, Tim's new experience looks like the following:
Hears about TD,
watches NAPC
recruitment video
to understand 'a
day in the life' and
decides to apply
online
Interviewed by a
recruiter who tests
for NAPC
capabilities and
provides a realistic
preview of the work
each day
Tim hits the floor,
confident his training
was comprehensive
and effective. He is
paired with a buddy to
help him navigate the
calls he'll receive his
first 2 weeks.
Tim loves the team-
based scheduling as he
has built a strong bond
with his co-workers. He
knows he can always
relay on his leaders to
provide clear direction
18 months in, Tim is a
top performer. He
believes the best part of
his job is solving
customer problems.
He also feels supported
by great leaders to grow
and develop
Tim recommends
NAPC to 3 of his
friends who are
looking for a part-
time role, who have
the right skills and
passion for customer
service
Tim decides to grow his
career in NAPC, taking
on a Team Lead role,
and developing others
with what it takes to
succeed in
a call center
environment
Tim
Tim leaves the
organization
Starts to become
disengaged and
feels stuck
Starts taking calls.
Is overwhelmed by the #
of calls, angry
customers, and tight
scheduling
Results start to
suffer due to
stress of
achieving metrics
Hears about TD
and applies
online
Interviewed by a
recruiter and
offered the job
Joins NAPC
training. It's tough
for Tim to fit in FT
training for PT role
Tim
How can you measure impact and ROI?
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There are a number of data sources that are available to track, measure and understand how we are attracting, retaining and engaging our people
Talent Metrics
• Careers Site
• Campus recruitment
• TD Recruiters
• External agencies
• Quality of Hire
• Declined Offers
• Candidate Feedback
• Employee Referrals
• Attrition
• Exit Interviews
Employee Engagement
• Engagement Surveys
• Internal Pulse Surveys
• External surveys & culture
audits (i.e. Gallup, Aon Hewitt)
Awards:
• Great Place to Work
• Top 100 Employers
Brand Equity
• Surveys:
• External research
• Reputation/Brand Equity
• Sites:
• Glassdoor
• Forums
• Social media
• Twitter, Facebook
• Blogs, Forums
Q: Do we have the right talent for the future?
Q: What are our employees saying about working here?
Q: what is our employment brand on the street?
Where are we headed next?
Continuous Listening
Strong employment brand externally
Employees as advocates
Consistent approach to employee experience, supported by stronger data insights and a self-serve model
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Leadership Programs
TD Framework Leadership Model
Think Like A
Customer
Connect With Customers Inspire Others Align Key Stakeholders
Act Like An Owner
Take Accountability Collaborate For Better Results Lead Decisively
Contribute To Communities
Demonstrate Character Think Strategically Sustain Profitability
Execute With Speed
And Impact Strives For Excellence
Drive A Focus On Results Take Initiative & Action
Thrive In Chaotic Contexts Lead With A Risk Mind-Set
Innovate With
Purpose
Be Resilient
Embrace Change
Persevere
Reason Critically Drive Innovation & Transformation
Develop Our
Colleagues
Be Inclusive Communicate With Clarity Build A Diverse & Sustainable
Workforce
Take A Positive Approach Identify and Develop Talent Promote A Compelling Vision
ou
r s
ha
re
d c
om
mit
me
nts
lead SELF
(All Employees) lead TD
(All Executives)
Oversee line of business
Success = ability to establish and communicate clear strategy
and lead teams to achieve long term goals while balancing
current needs lead SELF (All Employees)
lead OTHERS (All People Managers)
lead TD (All Executives)
Executive & Leadership Development
ACTIVATE – flagship leadership
development program for all new
People Managers (L5-12)
People Manager Program – flagship
leadership development program for
existing People Managers (L5-L12)
Leading with Impact – High Potential
leadership development program
Electives – a suite of programs
targeting behaviours that are proven
business accelerators
SVP+ SUMMIT - Annual Summit SVP+
Electives – a suite of programs
targeting behaviours that are proven
business accelerators Individual development solutions will continue to be leveraged for SVP, EVP and Group Head development
New People Managers (2000 annually)
Existing People Mangers & Emerging Leaders
(12,000)
AVP & VP (1800)
SVP+ (140)
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ELEVATE – flagship executive
development program for all AVPs
and VPs
Electives – a suite of programs
targeting behaviours that are
proven business accelerators
Our Purpose: To develop TD leaders; the 12,000 People Managers, 2000 Executives and High Potential
emerging leaders; through the development and delivery of learning solutions focused on building the leadership
capabilities that are aligned the TD Framework and Shared Commitments.
TD Vision, Purpose & Shared Commitments
Our Focus:
ELEVATE Overview What is ELEVATE?
• TD's new signature executive development program for all AVPs and VPs. Launch in March 2018 and completes June 2019
• The Program is an important step in our alignment to the shared commitments, following the 2017 Leadership Summit and Business Cascades
• 2-day simulation learning experience, for groups of up to 160 participants, in a conference style set-up
• Co-designed with BTS: a leading firm in leadership development and business simulations
An
De
sig
n P
rin
cip
les
Demanding,
stretching &
challenging.
Designed with
the strongest
VPs in mind
Experiential, innovative &
unconventional learning Realistic & Relevant to
TD
Embodies Leaders teaching
leaders
Leaders Teaching Leaders
• Our CEO - Program Endorsement. Star in videos reinforcing TD's commitment to Leadership & Executive Development, and the importance of ELEVATE as part of our cultural
journey and in developing effective leaders capable of leading us to future success.
• Our Group Heads– This program will be SET owned and sponsored. Each session Sponsored by 1 Group Head and 1 EVP. Responsibilities: kick off the session, close the
session and play an active role in the Day 1 evening networking and panel.
• SVPs & EVPs - Program Hosts: 6-10 Hosts per session. Responsibilities: actively involved throughout the 2 days facilitating debriefs, sharing personal narratives, POV and
reinforcing the learning.
Authentic Leadership Managing Talent Diversity Powerful Communication Leading Innovation Coaching
Why we selected these: years of executive assessments has highlighted collective strengths and gaps in TD's exec population
interviews with HRBPs reviewing the talent plans for the businesses and capability gaps in their leaders
structured interviews with 30 SVPs, VPs and AVPs brought focus to the real scenarios and dynamics happening in TD today
2017 Summit Cascade outcomes has highlighted the need to build stronger capability in these areas
Ca
pa
bilitie
s
5
ACTIVITY: Focus on Leadership Behaviours 20 minutes
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Activity – ELEVATE Simulation
Shared Commitments: Develop Colleagues
Moment: When you see an opportunity to give feedback, but it may interrupt the daily flow of work…
Scenario: During a project update meeting of which you are an executive sponsor, the project lead, a high-potential AVP, is presenting on risks to reaching the next key milestone. You understand the risks, but as you look around the room, it appears many are not following. It’s a complex presentation and though the technical data she is sharing is robust and accurate, you think she’s doing a poor job validating that each person in the room is following along. Her manager, your peer and another executive sponsor, is present. You believe she could have been more effective at communicating her message if she had focused more on her audience than on the presentation and asked questions to uncover gaps in their understanding. How do you give her the feedback?
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Options:
A. Wait for the right setting. You have an advisory team meeting in a few weeks with her, and you can share your observations and discuss ways to improve future meetings. Plus, her manager will likely have a debrief conversation with her and it would be more appropriate for him to deliver this message
B. Share in the moment. Even though you both have back-to-back meetings and will undoubtedly be late, ask the AVP for a couple of minutes right after the presentation to give her feedback. This way she can circle back with the audience and confirm their understanding before the next project update.
C. Validate your opinion first. Check with your peer (her manager) before delivering this feedback. This way you can ensure that it was not just your point of view, and you and her manager can collectively determine the best course of action.
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Consequences: A. Waited too long. You miss an opportunity for effective development. The AVP can’t
recall exactly what you are referring to when you share your observations and thoughts a few weeks later, and she worries she may have made the same mistake several times in the interim. She appreciates your thoughtfulness and says she will keep your feedback in mind for next time, though she wishes you had talked to her sooner.
B. Thanks for the feedback. When you pull the AVP aside, she is nervous about what you will say and anxious to get to her meeting. As the conversation continues, she realizes that you have her best interests at heart. She walks away with practical ways to improve. Your timing is crucial in creating self-awareness and increasing accountability, for both the giver and receiver of the feedback. It also empowers her to quickly “course correct” with others in the meeting by reaching out to audience members.
C. Two against one. The AVP’s manager concurs with your thoughts and observations, and asks you to share the feedback so that the AVP can hear another perspective. However, once it becomes obvious that you had first discussed the subject with the AVP’s manager, the AVP feels that she may be the subject of multiple “behind the scenes” conversations. This contributes to decreased morale.
25
Q&A 10 minutes Xaviera Diaz | Fathima Jaffer | Annabella Tamburro
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BREAK 5 minutes
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APPENDIX MATERIAL
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Our TD Framework & Employee Value Proposition
Vision
Purpose
Shared Commitments
Employee Value
Proposition
To be the better bank
To enrich the lives of customers,
communities & colleagues
• Who we are and what we aspire to.
• What we set out to achieve everyday.
• Behaviours we need to demonstrate & build
across the organization – both current &
aspirational in nature.
• Reveals how we will succeed as colleagues
and as an organization.
• Are enablers to achieve our business strategies
and our vision.
• Delivers against the colleague element of the
TD Purpose Statement
• What we know engages our colleagues to
deliver our vision, and the experience they
receive from working at TD.
Think like a customer
Act like an owner
Execute with speed & impact
Innovate with purpose
Develop our colleagues
Work that matters
Opportunity beyond expectation
Inspiring leadership
The vision and purpose guide everything we do at TD
The shared commitments guide how we operate individually and collectively together as an organization;
The three pillars of the EVP bring to life the authentic experience our employees and candidates desire.
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Tailored approach to meet business needs
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• Employee Experience
Journey heat-map
• Value Chain metrics &
detailed data points
• Employee comments
• Summary of
recommendations
• Short + long term strategy
components
• Work-stream templates
Where to start?
Make EX a consistent business priority, not just an annual engagement survey
Assign responsibility to a senior executive or team to design and deliver on the EX
Create a holistic approach, taking into account an integrated set of priorities ranging from: management practices, the workplace, benefits, work culture
Ensure the resources and willingness to address employee pain points
Update and refresh tools used to engage your employees on an ongoing basis to understand: "What does your talent expect and value?"
Focus on pulling together the disciplines of performance management, goal setting, diversity, inclusion, wellness, workplace design, and leadership into an integrated framework; avoid focusing on "point-in-time engagement" only (e.g. annual surveys)
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Source: Deloitte Insights, 2017 Human Capital Report
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